Table 1 Variables used in the present study
Variable Name | Description |
|---|---|
Dependent Variables | |
employee job performance | A respondent’s job performance index value is the average value of the following 4 items (measured on the same 6-point scale (1 = strongly disagree; 6 = strongly agree)) (α = 0.92) |
1. The performance level of this employee is satisfactory. | |
2. This employee is effective in his or her job. | |
3. This employee performs better than many other employees who perform the same job. | |
4. This employee produces high-quality work. | |
organizational citizenship behaviors | A respondent’s OCB index value is the average value of the following 15 items (measured on the same 6-point scale (1 = strongly disagree; 6 = strongly agree)) |
1. Willing to assist new colleagues in adjusting to the work environment. | |
2. Willing to help colleagues solve work-related problems. | |
3. Willing to cover work assignments for colleagues when needed. | |
4. Takes one’s job seriously and rarely makes mistakes. | |
5. Complies with company rules and procedures even when nobody is watching and no evidence can be traced. | |
6. Does not mind taking on new or challenging assignments. | |
7. Eager to tell outsiders good news about the company and clarify their misunderstandings. | |
8. Makes constructive suggestions that can improve the operation of the company. | |
9. Actively attends company meetings. | |
10. Often speaks ill of the supervisor or colleagues behind their backs. | |
11. Uses illicit tactics to seek personal influence and gain with harmful effect on interpersonal harmony in the organization. | |
12. Takes credit, avoids blame, and fights fiercely for personal gain. | |
13. Conducts personal business on company time (e.g., trading stocks, shopping, and going to barber shops). | |
14. Uses company resources to do personal business (e.g., company phones, copy machines, computers, and cars). | |
15. Views sick leave as a benefit and makes excuses for taking sick leave. | |
Independent Variables | |
democratic management | An employee’s perceived democratic management effectiveness is the average of 7 questions (measured on the same 4-point scale (1 = very bad; 4 = very good)) |
1. How would you evaluate the effectiveness of the workers’ congress in general? | |
2. How would you evaluate the effectiveness of the institution of OCA (e.g., open information through notice boards, workplace intranet, etc.)? | |
3. How would you evaluate the effectiveness of rationalization proposals? | |
4. How would you evaluate the effectiveness of factory director reception day and factory director mail box? | |
5. How would you evaluate the effectiveness of collective consultation in your corporation? | |
6. How would you evaluate the effectiveness of employee directors and the employee supervisorS system? | |
7. How would you evaluate the effectiveness of grass-roots democratic participation institutions, such as democratic deliberation meetings, democratic forums, democratic management panels, etc.? | |
Control Variables | |
gender | female =0; male =1 |
college | high school and below = 0; college and above = 1 |
union membership | non-union member = 0; union member = 1 |
worker representative | not worker representative = 0; worker representative = 1 |
regular worker | dispatched worker = 0; regular worker = 1 |
tenure | number of years the respondent has worked for this employer |
city resident | rural = 0; city = 1 |
marital status | single = 0; other = 1 |
job position | workers = 1; technicians = 2; managerial staff = 3 |